1. business and industrial
2. manufacturing

Manufacturing
2025
Five future scenarios for Danish
manufacturing companies
Manufacturing 2025
Five future scenarios for Danish manufacturing companies
May 2010
© Center for Industrial Production and Department of Mechanical and Manufacturing Engineering
Aalborg University
May 2010
ISBN: 87-91831-20-2
Printing: AK print
Illustrations: Yogisstreg
This publication is supported by the Industrial Fund for Educational Development and Cooperation and The Danish Agency for Science,
Technology and Innovation
Authors:
Professor John Johansen, Center for Industrial Production, Aalborg University
Professor Ole Madsen, Department of Mechanical and Manufacturing Engineering, Aalborg University
Chief Consultant Henrik Valentin Jensen, Confederation of Danish Industry
Development Consultant Anders Vestergaard, Center for Industrial Production, Aalborg University
List of contents
Preface
7
Summary
9
Danish manufacturing under increasing pressure – innovation required
11
2025 – A project for the future
15
17
Five future scenarios of Danish manufacturing
19
The highly competent manufacturing company
The industrial power centre
The innovation factory
The flexible value chain integrator
The virtual business
21
23
25
27
29
Continuous dialogue on the knowledge requirements
uncovered by the five future scenarios
31
Appendix 1: List of participants
33
Sources
35
Challenges towards 2025 Preface
How can Danish manufacturing companies
sensibly retain their production in Denmark –
and what knowledge is required to do so? This
question is answered by a number of manufacturing companies, researchers from three Danish
universities and two labour market organisations in this publication, based on long-term cooperation within the framework of Manufuture.
dk, the Danish platform that forms part of the
EU technology platform Manufuture.
It is the intention of the platform that this publication should function as a dynamic document
that can be continuously updated as it is distributed and discussed in various settings. Manufuture.dk therefore welcomes any views and
comments.
Morten Buhl Sørensen, Danfoss
Chairman, Manufuture.dk
This publication is meant to inspire Danish
companies in their search for innovative solutions that will contribute to the development of
competitive production based in Denmark.
In more concrete terms, the work will be used
to influence the research agenda of the EU programme ’Factories of the Future’. Efforts will
also be made to establish a number of consortia
that will prepare concrete research applications
to this and other national and international research and development programmes.
At the same time we hope that this publication
will contribute to the debate on the future of
Danish manufacturing – and not least to a discussion of political, research and educational
measures that should be taken to support Danish manufacturing in 2025.
7
8
Summary
This publication examines what manufacturing companies of the future might look
like and the knowledge requirements entailed by this. The examination thus provides an outline of what is required for Denmark to maintain a strong and competitive
manufacturing sector in 2025. Behind the
publication are five Danish manufacturing
companies, three universities and the two
largest labour market organisations.
The publication shows how manufacturing
companies in a Danish context can organise
their resources and efforts to obtain an advantage in global competition by exploiting
the special competences and business conditions that characterise Danish society.
Compared to many other nations, the Danish economy is open, and the Danish attitude towards global cooperation is very
positive. The Danish business culture provides a good breeding ground for efficient
organisational forms, characterised by e.g.
dialogue and inclusion of employees, just
as Danish employees are keen to contribute
to finding innovative solutions. At the same
time, the Danish business structure presents
some special challenges because it consists
primarily of small-sized businesses with
limited resources.
On the basis of the Danish advantages and
challenges, five future scenarios of profitable
and sustainable manufacturing in Denmark
in 2025 have been elaborated. A common
feature of the five scenarios is that production provides an important framework for
product development and innovation. If
production disappears, so does a major contributor to of our innovation capabilities.
The five scenarios are proposals for successfully maintaining knowledge and innovative ability in Denmark.
The future scenarios have been constructed
on the basis of Danish conditions, but they
cannot be attained without special effort.
Knowledge requirements must be met if the
scenarios are to be realised. The publication
therefore outlines the knowledge requirements connected with each of the scenarios.
In this connection, a catalogue of related
research topics is elaborated simultaneously
with this publication. The catalogue is available at www.manufuture.dk.
9
Fig. 1
450.000
450.000
Total number of employees
(yearly average)
100,000 industrial jobs lost
350.000
350.000
2000
2005
2000
2005
100%
80%
60%
Øvrige
Traveltjenester inkl.
andre forretningstjenester
Other services, including
Øvrige
othervarer
business services
60%
40%
Landbrug,
kød og
Other goods
mælkekonserves
Agriculture, meat and
Transport
preserved milk products
40%
20%
0%
10
2009
Data, kommunikation,
forsikring og finans
Data, communication,
Rejser
insurance and finance
100%
80%
20%
0%
2009
2005
2005
2006
2006
2007
2007
2008
2008
Fremstilling
Transport
Manufacturing
Fig. 2
Danish exports 2005-2008
Distributed by sector
Danish manufacturing under increasing
pressure – innovation required
The Danish manufacturing sector is responsible for 45 per cent of the Danish exports, employs about 350,000 people and
demands services to the value of DKK 150
billion from other sectors. At the same time,
the Danish manufacturing sector provides a
considerable contribution to privately funded research – DKK 14 billion out of a total
of DKK 32 billion.
In other words, companies in the manufacturing sector represent an important part of
the basis for the Danish economy and for
a large number of companies in other sectors that supply services of various types, e.g.
transport, construction, consultancy, technological development, education, etc. The
Danish welfare state is highly dependent on
an internationally competitive manufacturing industry.
Increasing pressure
Danish industry is, however, under strong
pressure. The Danish cost level increasingly represents a challenge particularly for
traditional industry e.g. in comparison to
Eastern Europe and China. Therefore, it
is also increasingly challenging for Danish
manufacturing companies to maintain their
Danish manufacturing base. Also, Denmark
traditionally imposes stricter requirements
on manufacturing companies in terms of
environmental consciousness, working conditions, etc.
Despite these problems, there are fortunately also success stories involving manufacturing companies that have succeeded in
exploiting the global opportunities to create
progress and growth.
In its analysis of manufacturing exports in
comparison to wage competitiveness, Danmarks Nationalbank points out that increased globalisation exposes export-oriented businesses to increased competition from
low-income countries and that this places
great demands for innovation, increased
productivity and transition readiness in
Danish society1.
Not only Danish manufacturing companies
are under pressure – this is a European phenomenon. Manufuture, a European organisation whose objective is to promote transformation of the European manufacturing
sector to enable it to handle “high-addedvalue products, processes and services, secure high-skills employment and win a major share of world manufacturing output in
the future knowledge-driven economy”, has
been worried by the development for a long
time.
Headlines such as ’Denmark’s welfare
threatened by manufacturing downturn2’,
’What will Denmark live on?3’ have been
common in the newspapers in recent years.
The seriousness of the situation is underlined e.g. by employment in the manufacturing sector falling by more than 100,000
jobs over the past ten years.
A European problem
The threat comes not only from an increasing share of traditional manufacturing being moved to low-wage areas such as China
and India but also from increasing competition within high-tech production. More and
more developing or newly developed countries, such as e.g. Korea, are rapidly build-
11
ing competences within high-tech research,
manufacturing automation, innovation, etc.
China is also increasingly making its mark
within these areas4.
As a result of the economic crisis, Europe’s
position in the world economy is weaker in
2010 than it was in 2008, and Europe is losing ground to the USA and China5.
Manufacturing, knowledge and innovation
Manufacturing is not only a matter of physical transformation of materials but must be
seen in a broader context in which interaction between product development, production techniques, sales/marketing, customers
and suppliers is crucial.
Manufacturing must be perceived in a new
manner and as an important framework for
product development. Manufacturing must
be perceived as a ’knowledge container’ that
contributes to business creation and innovation rather than evaluated on the basis
of costs and productivity only. This broader
12
view of manufacturing is supported by a
report on the future of European manufacturing, which points out, among other
things, that ’R&D drives new developments
in manufacturing, but more importantly,
manufacturing is the contextual river for
more R&D6’.
This view also implies that companies not
only offshore and outsource their manufacturing activities. Knowledge jobs within
administration, research and development
increasingly follow, which underlines the
close connection between physical production and knowledge production.
Global value chains
Today manufacturing takes place in open
global value chains. This is true also of
Danish manufacturing companies. Especially large companies organise their manufacturing activities in global value chains. This
provides companies with optimum access
not only to new markets but also to technology, research and highly qualified labour. For
example, Danfoss now has larger production
facilities in China than in Denmark, and
China is currently the group’s third largest
market7.
The increased geographical distribution
of manufacturing activities introduces a
number of additional costs because the
distance – in terms of geography as well
as structure and management – puts pressure on the flexibility and responsiveness of
companies and generally demands an active
preparedness to coordinate in the form of a
higher degree of formalisation and more extensive communication systems.
Even if these challenges are overcome, their
existence calls for an ongoing discussion of
the structure and centre of the value chain.
Competition is global at all levels: Management, research, competences, resources, labour, etc.
Innovation required
As a nation, we must challenge our current
perception when production is increasingly
organised in global networks. More than
ever, our nation needs new models that
point towards intelligent, high-tech knowl-
edge-based manufacturing that will serve as
a sensible basis for maintaining production
and innovation in Denmark.
This involves huge challenges for Danish society and Danish manufacturing companies
in terms of developing not only new business models but also a basis for knowledge
and education capable of supporting the
new models and the development required
in order for Danish industry to adapt to the
new conditions.
Within the manufacturing industry, productivity per employee for companies engaged in research and development is 23 per
cent higher than for companies which are
not engaged in research and development8.
The concept of productivity should perhaps rather be perceived as one of efficiency,
which measures the total value added to the
business.
There is an indisputable connection between
research & development and the possibilities
of maintaining jobs in Denmark. A recent
survey indicates that on average, companies
engaged in research and development activities experience a productivity per employee
that is 9 per cent higher compared to innovative companies which are not engaged in
research or development. Furthermore, average productivity per employee for innovative
companies is 6 per cent higher compared to
companies which are not engaged in innovation, research or development.
13
14
2025 – a project for the future
In cooperation with the Center for Industrial Production (CIP), Manufuture.dk has
initiated the project: Manufacturing 2025
for the purpose of:
• formulating an ambition for manufacturing in 2025
• developing scenarios of future manufacturing for a number of archetypal
Danish manufacturing companies
The future scenarios will contribute to defining the direction for manufacturing
development and will, on this basis, point
towards relevant research and development
tasks. The scenarios will also form the basis
for formulating a coherent Danish research
initiative in the manufacturing sector.
Organisation
Manufuture.dk has functioned as a steering group for the project. The project has
revolved around a panel of company representatives, researchers from the three
technical universities in Denmark, and two
labour marked organisations (the labour or-
ganisation CO-industri and the confederation of Danish Industries).
pants in the project and their organisational
affiliation can be found in Appendix 1.
The participating companies have in turn
hosted workshops, which have typically
been conducted over a period of eight
hours, often with the participation of and
input from specially invited national and
international experts with experience
relevant to the themes of the workshops.
The workshops have also been supported by
various relevant experts from the participating companies.
Process and progression
A small working group consisting primarily
of researchers from Aalborg University has
been formed in order to process the input
from the workshops. Also, the workshops
have been facilitated by researchers from
Aalborg University.
The project has been funded partly by the
participating partners and partly by a grant
from the Danish Agency for Science Technology and Innovation. A list of all partici-
In order to include as many viewpoints as
possible in the considerations, five workshops on different themes have been conducted, and a ’model’ for the workshop
process has been developed.
The workshops have been aimed at a topical progression, which has often started by
uncovering the ’state of the art’ within the
theme of the workshop and then progressed
to extend the professional perspective in
terms of time and the degree of technological “forecasting”. The time horizon of the
discussions has been 2025. This time horizon was chosen on the basis of two main
perspectives:
1. To liberate participants from everyday
life and its problems, thus enabling
them to think in new and ’ideal’ ways
15
2. To choose a realistic time horizon
which participants can relate to and
which is somehow realistic despite
the desire to think in a long-term and
ideal manner
In support of the structure and as a catalyst
for discussions, a number of generic cases
were developed for each workshop. The
cases were based on three archetypal companies: The focused manufacturing company,
the integrated manufacturing company, and
the network-based manufcturing company9.
The cases have contributed effectively to
concretising participants’ discussions and
recommendations.
Themes
Each workshop has focused on a theme.
Below is a short description of the themes:
1. Conditions for future manufactur-
ing – creating a common working
basis and formulating ambitions and
themes for subsequent work
16
2. Variation vs. costs – focusing on how
to increase diversity without increasing costs
3. Sustainability – developing systems,
products and structures that accommodate reduced CO2 footprints to the
highest extent possible
4. Flexible localisation – accepting glo-
bal manufacturing but focusing on
knowledge sharing and gathering
Between the workshops, the working group
has collected all presentations, discussions
and viewpoints and drawn up a summary
that has functioned as a starting point for
the following session.
The fifth workshop was used for summarising the entire process with the focus on
developing a number of general scenarios of
future manufacturing systems.
The entire process has taken 12 months.
The duration and the large team of continuously associated persons from companies,
universities and organisations have enabled
the creation of a cohesive and increasingly
profound dialogue across workshops and
themes.
Challenges towards 2025
There are no quick-fix solutions available. This
work is critical towards some of the traditional
responses to the challenges that Denmark is facing.
on ’low-technology products’ to a larger extent
than is the case for similar small OECD countries.
This means e.g. that:
Changed market and
competitive conditions
a. Automation is necessary, but it will
not solve the problem on its own. The
entire manufacturing set-up must be
developed.
Apart from this, Denmark is also subject to the
general global market trends, which indicate
that conditions for manufacturing in Western
countries in the coming 10-15 years are expected to become more difficult in several respects,
of which some of the most important are:
b. Productivity is necessary but will not
solve the problem on its own. It is the
’efficiency’ that must be increased in
order to achieve value creation.
c. Ingenuity and creativity are necessary,
but innovation emerges with – rather
than independently from – manufacturing.
Denmark’s situation is also characterised by a
number of structural challenges. The majority of
Danish manufacturing companies find it difficult to compete with large global companies in
terms of basic technology development. Several
surveys10 indicate that Danish exports are based
1. Increasing market logic and reduced
protectionism
2. Increasing and intensified search for
comparative competitive advantages
3. Speed is an increasingly important
competitive factor coupled with
growth and increasing profits as driving forces
The environment, energy and resource
problems will play even more important
roles in the future – both practically and
politically. There will be increased scarcity
of important resources along with political
regulation aimed at promoting sustainability. We are thus facing challenges that require highly ambitious new solutions.
Three key challenges and
ambitions
In the project, three concrete challenges and
ambitions for manufacturing in 2025 have been
identified, and these have served as focal points
of the workshops.
Diversity vs. costs
Challenge: Diversity of products and technologies must be cost neutral in 2025.
The technology used today causes that highvolume standardised production to be more cost
efficient than low-volume flexible manufacturing.
Ambition: Unit costs are independent of volume, and at least a fivefold increase in manufacturing responsiveness.
17
Flexible localisation
Challenge: There is a risk that Denmark’s manufacturing competences and product development ability are eroded as manufacturing is globalised.
Ambition: Knowledge sharing and integration
must function despite geographical and cultural
challenges in order to retain competences. Also,
production and delivery systems must be so
flexible that the mix of decentralised/centralised
manufacturing is sustainably neutral.
Sustainable vs. conventional production
Challenge: In 2025, businesses will face increasing demands with regards to sustainable design
and manufacturing, while the requirements for
competitiveness and efficiency will continue. In
all respects, sustainable production must be able
to outperform conventional manufacturing as
we know it today.
Ambition: The carbon footprint of manufacturing by 2025 must be zero, and costs must be
lower than those of conventional manufacturing.
18
At the same time, product lifetime must be doubled, and customers must continually be offered
new facilities and functions.
The challenges and ambitions thus formulated
play a key role in the concrete design of the five
scenarios of future manufacturing.
Five future scenarios of Danish manufacturing
The ambition of the working group has
been to develop a number of future scenarios enabling manufacturing in a Danish
context in 2025. This has resulted in five future scenarios – or ’model’s:
a. The highly competent manufacturing
company
b. The industrial power centre
c. The innovation factory
d.The flexible value chain integrator
e. The virtual business
The five scenarios address the given
challenges and ambitions – and focus in different ways on the need to
develop production, productivity and the
Danish framework surrounding the manufacturing sector.
The solution space
The future scenarios
It has not been the intention of the 2025
group to present a final solution to the challenge that Denmark is facing. Undoubtedly,
it is quite possible to develop other solution
models than the five that the 2025 group
have arrived at. Also, the scenarios can presumably be interpreted and construed in
more ways than one.
The five future scenarios are generic; they
can inspire each other and be combined in
numerous ways.
The five scenarios are rather intended to
open up a new and innovative solution
space which can subsequently form the
basis of a constructive and open debate
among the stakeholders involved: industry, industrial organisations, institutions
of education, politicians, etc. The scenarios
may perhaps also contribute to a strategic
and innovative process in Danish businesses
and thus provide a source of inspiration for
the development and strategic direction of
individual businesses.
The scenarios are also generic in the sense
that they are realisable in all types of industries. Each of the five scenarios appeals
to companies of different sizes and at different technological levels whose strategic
situations are different in terms of markets,
competencies, resources and capital.
In the following, the models are described
in detail.
19
20
The highly competent manufacturing company
Many analyses indicate that Denmark is
trailing behind in terms of product and
productivity development and Denmark is
currently at the bottom of the list of OECD
countries11.
Danish manufacturing companies have a
very large and unexploited potential, which
can be tapped using existing technologies
and knowledge. There is a gap of at least
10-15 years between ’the leaders’ and the
majority of Danish companies. If this gap
is closed, Danish manufacturing companies
will be promoted to the league of ’worldclass’ manufacturers.
The technology exists
Danish manufacturing companies must
strive to be among the best at exploiting
new technologies developed by other countries and at developing new products.
both quicker and better at implementing it
than is the case today.
The trick is to spot a new technology in the
window between what is referred to as the
’early adopters’ – the very first companies
that exploit the technology and therefore
also run a certain risk – and the ’early majority’ that are among the first industrial
users when the technology is more mature
and the risk correspondingly lower. If you
end up among the ’late majority’ or the ’laggards’, it is too late.
This requires management focus and skill at
all levels of the company. At the same time,
it requires an effort by knowledge and research institutions to be at the cutting edge
of the latest knowledge.
There is, however, no reason why Danish
companies should not start already today.
Knowledge gaps for discussion
Education:
• Strengthening of general as well
as specialised manufacturing education in Denmark
• Continuous education in internationalisation of managers and
integration of strategic and technological competences
Research:
• Optimise the knowledge acquisition and applications research of
universities to suit Danish conditions
• New methods and theories of employee-inclusive implementation
The technology, knowledge and examples
of its application already exist, but Danish
manufacturing companies must become
better at spotting the right technology and
21
22
The industrial power centre
Even large Danish manufacturing companies are dwarfed by the size of international
companies. At the same time, they are subjected to relatively more restrictive conditions of manufacturing than manufacturers
in other countries, e.g. high costs and strict
environmental and energy requirements.
The size of Danish manufacturing companies generally means that they are too small
to develop new technology. On the other
hand, Danish companies are very open to
solutions developed in other countries and
towards both national and international cooperation.
Take up the challenge
The industrial power centre consolidates
and coordinates competences and resources
across businesses, industries, universities
and knowledge centres to take up the challenge presented by the technological leadership of large international manufacturers.
The industrial power centre must contribute
to the solution of two problems:
a. Contributing to the technological
leadership and global competitiveness
of Danish businesses, thereby retaining jobs in Denmark
b. Developing advanced technology and
knowledge that support the solution
of the former problem and are also
exportable
By focusing on new user requirements and
new manufacturing technologies, the power
centres can enable companies to solve problems across individual industries.
This applies to e.g. engineering in connection with new materials and composites,
aiming at introducing them earlier into the
manufacturing systems of Danish businesses, or development of new energy-saving
production processes.
Knowledge gaps for discussion
Education:
• Continuous education in network and technology network
management
Research:
• Establishment of research and
development projects such as
EU framework programmes and
high-tech projects, e.g. within
sustainable manufacturing systems, hyperflexible manufacturing, and modular and intelligent
manufacturing systems
• Research on the organisation of
knowledge development in networks
Danish businesses enjoy the advantages
of geographical proximity, a common language, and a shared culture – not least in
terms of learning quickly.
23
24
The innovation factory
The Danish workforce and the organisation
of the labour market are more strongly oriented towards problem solving and learning than many of the countries with which
we normally compare ourselves12. At the
same time, Denmark as a nation is open,
cooperative and positive towards globalisation13. Considering that much innovation
of companies comes from external sources
(suppliers, customers, etc.), this may provide
Denmark with a competitive advantage14.
Focus on the interplay
between manufacturing
and innovation
The innovation factory cultivates and optimises the interplay between design and
manufacturing competences in order to
develop ’intelligent products’ for customers
and accelerate time-to-market. Advanced
manufacturing methods such as prototyping and ramp-up are applied to support and
accelerate the innovation process.
Danish manufacturers function as a ’launch
pad’. The business is focused on niche production with high contribution margins and
gives up production when ’cost’ becomes the
decisive factor. Manufacturing is perceived
as a knowledge container and is evaluated
equally on cost and knowledge contribution. Thus, all employees of the business
contribute to the innovation process in their
own right.
The company possesses the knowledge to
decide when innovation and production
should be transformed from small-scale
to mass production and low-wage areas.
Managerial focus is on organising learning
loops to ensure that knowledge from outsourced production can be used in the innovation factory.
Knowledge gaps for discussion
Education:
• Upgrade all employee categories
to ensure a higher degree of involvement in design and manufacturing processes
• New specialised programmes
providing design and innovation
competences
• Business understanding, design
and innovation as basic competences in market and development departments
Research:
• Explore relationships between
design and manufacturing knowledge building, innovation, and
product development processes
• New business-based assessment
systems (metrics) that support
knowledge building in manufacturing systems rather than standard cost models
25
26
The flexible value chain integrator
Danish industry mainly consists of small
and medium-sized manufacturing companies, many of which function as flexible subcontractors focused primarily on
neighbouring markets due to their size and
resources.
The problem for many of these companies
is that despite possessing a high degree of
competence in their fields, they are unable
to meet the requirements of large international customers on their own15. They do
not have access to a network of cooperating
partners complementing their special competences, and they do not have sufficient
capital or orders to maintain specialist competences.
Great opportunities for Danish subcontractors
if they learn to cooperate in networks.
original equipment manufacturers (OEMs)
with regard to business and delivery.
A competence is build of configuring ’value
constellations’, which are composed by a
number of small subcontractors. The value
chain integrator creates an environment
of special competences, thus ’lifting’ small
subcontractor businesses onto the global
market.
The flexible value chain integrator can compose any type of value delivery to fit into
the value chain of a given OEM. This also
applies to the need for new solutions in
terms of components, additives and processes for the end delivery of the OEM as
well as more complex system deliveries.
Knowledge gaps for discussion
Education:
• Continuous education in business development and management of network
Research:
• Development of methods and
theories of optimising/restructuring and creating increased
value in complex value chains
• Integration of OEMs and the
’production systems’ of small
suppliers
• New forms of organisation and
cooperation
Focus on international
OEMs
The central idea of the model is to build a
network of suppliers supported by global
flexible value-chain integrators that understand how to integrate with international
27
28
The virtual business
The Danish economy is a very open economy. Danish companies are generally very
experienced in international cooperation
and trade, which is reflected in the fact that
Danish foreign trade represents about two
thirds of our total GNP. Denmark is perhaps rather a nation of “shopkeepers” than
scientists.
The international trade experience of Danish companies and their ability to spot new
business opportunities can be exploited to
a higher degree. This requires methods of
mobilising sufficient resources and competences to implement ideas.
Focus on global competences
The virtual business connects the best global
competences in virtual networks in order to
quickly and effectively exploit more business opportunities and pool its resources of
business creation, innovation, distribution,
and production.
Using this model, companies will be able
to continuously configure new virtual busi-
nesses across borders, geographical boundaries, and cultures. The virtual business
emerges in the interface between a number
of independent legal entities, which ’own’
the business together. The virtual business
exists for as long as the product exists or
a profitable business can be created. Profit
and risk are shared among the members of
the network.
For many Danish manufacturing companies, integrating to become part of a larger
shared but loosely connected and constantly
changing network would be a significant
new step. It will require substantially different forms of cooperation and methods
of integration. It will also change control
of the business and the HR area, in which
employees may be more loosely attached to
the businesses.
Knowledge gaps for discussion
Education:
• Management and HR related to
employee mobility between businesses
Research:
• Development of ICT-based modular platforms enabling Plug/Play
integration of cooperation forms
• Explore the concept of ’the virtual business’, including technology
enablers, culture, etc.
• Explore network cooperation and
the concept of ’intelligent’ modular supply chains
29
30
Continuous dialogue on the knowledge requirements uncovered by the five future scenarios
A strong and comprehensive effort is required from individual companies, society,
and industrial organisations in order for
Denmark to be able to maintain manufacturing as an important sector.
The five future scenarios can be used as a
starting point for discussing how to meet
this challenge. With each scenario, guidelines are provided as to requirements
for development and communication of
knowledge in order for the framework of
production conditions to best accommodate the five scenarios.
Research catalogue
On the basis of the knowledge requirements indicated for each of the five future
scenarios, the 2025 group has drawn up a
comprehensive catalogue of concrete efforts
required within manufacturing research.
The catalogue – which is published separately – identifies a number of concrete areas in
which research and development efforts are
required in the coming years. A strengthening of these areas will improve and develop
Denmark’s manufacturing competence. It
is therefore necessary to allocate means to
finance this research and development, and
there is a need for developing instruments
to increase cooperation between universities and between universities and Danish
industry.
The five future scenarios may help form
the basis of a dialogue on cooperation and
development of new knowledge and
competences. The Manufacturing 2025
group intends to use the future scenarios
and would enjoy participating in further
dialogue in this respect.
Cooperation between industry and universities
Industry and the individual companies also
carry a great responsibility. It is important
for each individual company to have a high
level of ambition and persistently pursue its
goals, e.g. through continuous competence
development.
In this regard, a number of Danish manufacturing companies – including small and
medium-sized businesses – would benefit
from cooperating more closely with knowledge centres and universities. Likewise,
such cooperation would also benefit the
research, teaching and study programmes of
universities.
31
32
Appendix 1: List of participants
The following persons have participated in
the project and contributed to the creation
of the five scenarios:
Danfoss:
Hans Christian Orye, Jesper Høyer,
Lars Finsen, Lars Vorm, Morten B. Sørensen, Peter Johansen, Søren Lauridsen,
Torben Sindberg
Danish Crown:
Søren F. Eriksen
CO Industri:
Arne Jensen
Confederation of Danish Industry (DI):
Henrik Valentin Jensen
Technical University of Denmark (DTU)
Management:
Per Langaa Jensen, Martin Grunow,
Renzo Akkerman
Grundfos:
Jacob Dirks, Jacob Nielsen,
Jeppe Drachmann Christensen,
Johnny Overgaard, Klaus E. Christensen,
Rikke Landlyst Groth, Søren Møller,
Torben Buch Rasmussen
LEGO:
Chresten Bruun
The following persons have given presentations at project workshops:
Robocluster:
Niels Jul Jacobsen, Bruno Hansen
Asger Daugbjerg
Huset Mandag Morgen
University of Southern Denmark (SDU),
The Maersk Mc-Kinney Moller Institute:
Henrik Gordon Petersen
Jørgen Steen Nielsen
Dagbladet Information
Danish Technological Institute – Danish
Meat Research Institute (DMRI):
Keld Mønsted, Lars Hinrichsen
Terma:
Henrik Christensen, Jesper Freltoft
Aalborg University (AAU), Center for
Industrial Production (CIP):
Anders Vestergaard, Jens Ove Riis,
John Johansen
Aalborg University (AAU), Department of
Architecture, Design and Media Technology:
Christian Tollestrup
Aalborg University (AAU), Department of
Mechanical and Manufacturing Engineering:
Ole Madsen
Ton van Keken
InterfaceFLOR (The Netherlands)
Jan Sjögren
Swerea IVF AB (Sweden)
Lutz Oliver Schapp
WZL, RWTH Aachen (Germany)
Søren Løkke Aalborg University (AAU), Department of Development and Planning
Anders Hedegaard Petersen
Gabriel
Henrik Larsen
IdePro A/S
Brian Vejrum Wæhrens
AAU, CIP
33
34
Sources
1. Nationalbankens kvartalsoversigt, 1.
10. Dalum, in ‘Fremtidens produktion i 2. Ingeniøren, 27 March 2010
11. Industrien, Jyske Markets, 3 March kvartal 2010
3. Børsen, 3 June 2009
4. Manufuture, 2006
5. ‘Sådan ligger landet’, DI, April 2010
6. FuTMaN - The Future of Manufac-
turing in Europe 2015-2020, March
2003
7. Jyllands-Posten, 24 June 2009
8. Produktivitetseffekter af erhvervslivets
forskning, udvikling og innovation.
Innovation: Analyse og evaluering
1/2010. Forsknings- og Innovationsstyrelsen
Danmark’, 2004
2010
12. DRUID Working Paper No. 04-04
13. ‘Sådan ligger landet’, DI, 2010
14. Linder, Jarvenpaa and Davenport, Sloan Management Review, 2003
15. Nyt innovationsnetværk for under
leverandører i vindmølleindustrien, Metal Supply, 17 March 2008
Fig. 1 Statistics Denmark
Fig. 2 Statistics Denmark and
calculations by the Danish
Confederation of Industry
9. Inspired by ‘Interaktive virksomheder,
Dansk Industri & Center for Industrial Production, AAU, 2004’
35